How to convince somebody that he is fit for something else, but not this job?
I interviewed one candidate. He was a petroleum engineer in the desert site. After 3 minutes of interviewing and checking his code quality, without concern of his background at all, he failed.
One month later he comes back again and joins my team under my frontend buddy, not directly under me. He is hiding behind my colleague and using CEO connection.
I used to ask him his motivation to become a software developer. Surprisingly, his answer was "I would like to stay with my girlfriend".
Problems:
- Unable to perform even basic tasks without high levels of assistance
- Poor English
- Lack of focus
- Always has a phone call in the office. Everyday!
- Always arrives late to work
... etc.
Question:
Working with him is not only spoon feeding, but also chewing.
How can I convince him to find another career that is the best fit for him?
Staying in here just sit in and let the sunrise and sunset is damaging my colleagues morale too.
colleagues conflict performance nepotism
edited yesterday
Uciebila
542215
asked yesterday
SaritSarit
243311
|
show 4 more comments
I interviewed one candidate. He was a petroleum engineer in the desert site. After 3 minutes of interviewing and checking his code quality, without concern of his background at all, he failed.
One month later he comes back again and joins my team under my frontend buddy, not directly under me. He is hiding behind my colleague and using CEO connection.
I used to ask him his motivation to become a software developer. Surprisingly, his answer was "I would like to stay with my girlfriend".
Problems:
- Unable to perform even basic tasks without high levels of assistance
- Poor English
- Lack of focus
- Always has a phone call in the office. Everyday!
- Always arrives late to work
... etc.
Question:
Working with him is not only spoon feeding, but also chewing.
How can I convince him to find another career that is the best fit for him?
Staying in here just sit in and let the sunrise and sunset is damaging my colleagues morale too.
colleagues conflict performance nepotism
edited yesterday
Uciebila
542215
asked yesterday
SaritSarit
243311
3
Next month I am forming in a new team with new company.
– Sarit
yesterday
This is my 3rd situations in my life. Thank you for your response.
– Sarit
yesterday
16
Can you just sideline him and ignore him. Stop wasting time teaching him if he wont learn. Assign him a task to "learn technology xyz" and he can sit and surf internet all day without bothering you.
– vikingsteve
yesterday
1
Please add the country involved, your nationality, and the employee's nationality. Middle-east work culture is quite different than mine!
– axus
yesterday
1
@axus I would add details here. Because I don't think it is a major concern. I am Thai living and grown up in Thailand with almost western culture. But genetically pure Chinese. This is Thai startup. He also has Chinese ancestor and Thai nationality.
– Sarit
yesterday
|
show 4 more comments
I interviewed one candidate. He was a petroleum engineer in the desert site. After 3 minutes of interviewing and checking his code quality, without concern of his background at all, he failed.
One month later he comes back again and joins my team under my frontend buddy, not directly under me. He is hiding behind my colleague and using CEO connection.
I used to ask him his motivation to become a software developer. Surprisingly, his answer was "I would like to stay with my girlfriend".
Problems:
- Unable to perform even basic tasks without high levels of assistance
- Poor English
- Lack of focus
- Always has a phone call in the office. Everyday!
- Always arrives late to work
... etc.
Question:
Working with him is not only spoon feeding, but also chewing.
How can I convince him to find another career that is the best fit for him?
Staying in here just sit in and let the sunrise and sunset is damaging my colleagues morale too.
colleagues conflict performance nepotism
edited yesterday
Uciebila
542215
asked yesterday
SaritSarit
243311
I interviewed one candidate. He was a petroleum engineer in the desert site. After 3 minutes of interviewing and checking his code quality, without concern of his background at all, he failed.
One month later he comes back again and joins my team under my frontend buddy, not directly under me. He is hiding behind my colleague and using CEO connection.
I used to ask him his motivation to become a software developer. Surprisingly, his answer was "I would like to stay with my girlfriend".
Problems:
- Unable to perform even basic tasks without high levels of assistance
- Poor English
- Lack of focus
- Always has a phone call in the office. Everyday!
- Always arrives late to work
... etc.
Question:
Working with him is not only spoon feeding, but also chewing.
How can I convince him to find another career that is the best fit for him?
Staying in here just sit in and let the sunrise and sunset is damaging my colleagues morale too.
colleagues conflict performance nepotism
colleagues conflict performance nepotism
edited yesterday
Uciebila
542215
asked yesterday
SaritSarit
243311
edited yesterday
Uciebila
542215
asked yesterday
SaritSarit
243311
edited yesterday
Uciebila
542215
edited yesterday
Uciebila
542215
edited yesterday
Uciebila
542215
542215
asked yesterday
SaritSarit
243311
asked yesterday
SaritSarit
243311
asked yesterday
SaritSarit
243311
243311
3
Next month I am forming in a new team with new company.
– Sarit
yesterday
This is my 3rd situations in my life. Thank you for your response.
– Sarit
yesterday
16
Can you just sideline him and ignore him. Stop wasting time teaching him if he wont learn. Assign him a task to "learn technology xyz" and he can sit and surf internet all day without bothering you.
– vikingsteve
yesterday
1
Please add the country involved, your nationality, and the employee's nationality. Middle-east work culture is quite different than mine!
– axus
yesterday
1
@axus I would add details here. Because I don't think it is a major concern. I am Thai living and grown up in Thailand with almost western culture. But genetically pure Chinese. This is Thai startup. He also has Chinese ancestor and Thai nationality.
– Sarit
yesterday
|
show 4 more comments
3
Next month I am forming in a new team with new company.
– Sarit
yesterday
This is my 3rd situations in my life. Thank you for your response.
– Sarit
yesterday
16
Can you just sideline him and ignore him. Stop wasting time teaching him if he wont learn. Assign him a task to "learn technology xyz" and he can sit and surf internet all day without bothering you.
– vikingsteve
yesterday
1
Please add the country involved, your nationality, and the employee's nationality. Middle-east work culture is quite different than mine!
– axus
yesterday
1
@axus I would add details here. Because I don't think it is a major concern. I am Thai living and grown up in Thailand with almost western culture. But genetically pure Chinese. This is Thai startup. He also has Chinese ancestor and Thai nationality.
– Sarit
yesterday
3
3
Next month I am forming in a new team with new company.
– Sarit
yesterday
Next month I am forming in a new team with new company.
– Sarit
yesterday
This is my 3rd situations in my life. Thank you for your response.
– Sarit
yesterday
This is my 3rd situations in my life. Thank you for your response.
– Sarit
yesterday
16
16
Can you just sideline him and ignore him. Stop wasting time teaching him if he wont learn. Assign him a task to "learn technology xyz" and he can sit and surf internet all day without bothering you.
– vikingsteve
yesterday
Can you just sideline him and ignore him. Stop wasting time teaching him if he wont learn. Assign him a task to "learn technology xyz" and he can sit and surf internet all day without bothering you.
– vikingsteve
yesterday
1
1
Please add the country involved, your nationality, and the employee's nationality. Middle-east work culture is quite different than mine!
– axus
yesterday
Please add the country involved, your nationality, and the employee's nationality. Middle-east work culture is quite different than mine!
– axus
yesterday
1
1
@axus I would add details here. Because I don't think it is a major concern. I am Thai living and grown up in Thailand with almost western culture. But genetically pure Chinese. This is Thai startup. He also has Chinese ancestor and Thai nationality.
– Sarit
yesterday
@axus I would add details here. Because I don't think it is a major concern. I am Thai living and grown up in Thailand with almost western culture. But genetically pure Chinese. This is Thai startup. He also has Chinese ancestor and Thai nationality.
– Sarit
yesterday
|
show 4 more comments
2 Answers
2
active
oldest
votes
How can I convince him to find another career that is best fit for him?
You can't. Given the description:
[..]using CEO connection.
there's nothing much you can do. Despite being rejected by you in the interview, he managed to find a way into your team - that's indication (not a good one though) enough. Time for you to either
- Find yourself a better workplace. (The option I'd go with)
- Suck it up (sorry, it sounds harsh, but one of the options) and let them continue, have periodic performance monitoring and document it, wait for them to fail, and then let management take care of it.
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
16
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
8
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
4
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
add a comment |
I am going to assume that you can't reason with him, and you are using "convince" as a euphemism. As a leader, you can't "convince" people to leave.
Doing so is called constructive dismissal and is illegal in a lot of places.
You need to treat them like you would any other employee. Sometimes managers get handed people they don't want to deal with. That's life.
You need to separate out the misconduct from work-quality issues. Refusing to work, lateness, are related to misconduct, and need to be handled differently. When it comes to work-quality, you need to develop a plan for them to get the skills required to complete their job.
When/if the CEO steps to tell you to relax your standards on them, that's when you do so. You also make it clear that he is a burden on the team. If the CEO is happy with that, that's just something you'll have to accept, or look to get a job elsewhere.
answered yesterday
Gregory CurrieGregory Currie
3,21651931
12
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
1
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
2
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
1
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
add a comment |
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2 Answers
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2 Answers
2
active
oldest
votes
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oldest
votes
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oldest
votes
How can I convince him to find another career that is best fit for him?
You can't. Given the description:
[..]using CEO connection.
there's nothing much you can do. Despite being rejected by you in the interview, he managed to find a way into your team - that's indication (not a good one though) enough. Time for you to either
- Find yourself a better workplace. (The option I'd go with)
- Suck it up (sorry, it sounds harsh, but one of the options) and let them continue, have periodic performance monitoring and document it, wait for them to fail, and then let management take care of it.
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
16
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
8
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
4
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
add a comment |
How can I convince him to find another career that is best fit for him?
You can't. Given the description:
[..]using CEO connection.
there's nothing much you can do. Despite being rejected by you in the interview, he managed to find a way into your team - that's indication (not a good one though) enough. Time for you to either
- Find yourself a better workplace. (The option I'd go with)
- Suck it up (sorry, it sounds harsh, but one of the options) and let them continue, have periodic performance monitoring and document it, wait for them to fail, and then let management take care of it.
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
16
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
8
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
4
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
add a comment |
How can I convince him to find another career that is best fit for him?
You can't. Given the description:
[..]using CEO connection.
there's nothing much you can do. Despite being rejected by you in the interview, he managed to find a way into your team - that's indication (not a good one though) enough. Time for you to either
- Find yourself a better workplace. (The option I'd go with)
- Suck it up (sorry, it sounds harsh, but one of the options) and let them continue, have periodic performance monitoring and document it, wait for them to fail, and then let management take care of it.
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
How can I convince him to find another career that is best fit for him?
You can't. Given the description:
[..]using CEO connection.
there's nothing much you can do. Despite being rejected by you in the interview, he managed to find a way into your team - that's indication (not a good one though) enough. Time for you to either
- Find yourself a better workplace. (The option I'd go with)
- Suck it up (sorry, it sounds harsh, but one of the options) and let them continue, have periodic performance monitoring and document it, wait for them to fail, and then let management take care of it.
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
edited yesterday
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
answered yesterday
Sourav GhoshSourav Ghosh
6,82143054
6,82143054
16
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
8
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
4
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
add a comment |
16
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
8
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
4
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
16
16
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
When they fail, they will "engineer" it so the OP gets the blame... via CEO connection...
– Solar Mike
yesterday
8
8
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
@SolarMike or, maybe the management will not care about the failure..at all.
– Sourav Ghosh
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
Yeah I'd worry about the possibility of taking the fall for them--moving somewhere else does sound like the better option if it's a reasonable possibility.
– bob
yesterday
4
4
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@SolarMike: Not if OP documents things properly. As in, raised X on [date], upon which we agreed with step by step improvement plan with milestones to be reviewed at [date], [date], etc. Milestones not met by [date], [date], etc. Rinse and repeat for issues Y, Z, etc. Redo an improvement plan or two. At some point the documentation is overwhelming enough that even being the CEO's buddy won't help -- or at the very least the CEO will go OK I'll put him on another team and/or not blame OP for failing.
– Denis de Bernardy
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
@DenisdeBernardy "selective evidence" is also an issue - they will produce the bits they want... Saw one victim being blamed and forced to take a psych test... Just to keep someone on...
– Solar Mike
yesterday
add a comment |
I am going to assume that you can't reason with him, and you are using "convince" as a euphemism. As a leader, you can't "convince" people to leave.
Doing so is called constructive dismissal and is illegal in a lot of places.
You need to treat them like you would any other employee. Sometimes managers get handed people they don't want to deal with. That's life.
You need to separate out the misconduct from work-quality issues. Refusing to work, lateness, are related to misconduct, and need to be handled differently. When it comes to work-quality, you need to develop a plan for them to get the skills required to complete their job.
When/if the CEO steps to tell you to relax your standards on them, that's when you do so. You also make it clear that he is a burden on the team. If the CEO is happy with that, that's just something you'll have to accept, or look to get a job elsewhere.
answered yesterday
Gregory CurrieGregory Currie
3,21651931
12
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
1
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
2
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
1
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
add a comment |
I am going to assume that you can't reason with him, and you are using "convince" as a euphemism. As a leader, you can't "convince" people to leave.
Doing so is called constructive dismissal and is illegal in a lot of places.
You need to treat them like you would any other employee. Sometimes managers get handed people they don't want to deal with. That's life.
You need to separate out the misconduct from work-quality issues. Refusing to work, lateness, are related to misconduct, and need to be handled differently. When it comes to work-quality, you need to develop a plan for them to get the skills required to complete their job.
When/if the CEO steps to tell you to relax your standards on them, that's when you do so. You also make it clear that he is a burden on the team. If the CEO is happy with that, that's just something you'll have to accept, or look to get a job elsewhere.
answered yesterday
Gregory CurrieGregory Currie
3,21651931
12
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
1
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
2
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
1
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
add a comment |
I am going to assume that you can't reason with him, and you are using "convince" as a euphemism. As a leader, you can't "convince" people to leave.
Doing so is called constructive dismissal and is illegal in a lot of places.
You need to treat them like you would any other employee. Sometimes managers get handed people they don't want to deal with. That's life.
You need to separate out the misconduct from work-quality issues. Refusing to work, lateness, are related to misconduct, and need to be handled differently. When it comes to work-quality, you need to develop a plan for them to get the skills required to complete their job.
When/if the CEO steps to tell you to relax your standards on them, that's when you do so. You also make it clear that he is a burden on the team. If the CEO is happy with that, that's just something you'll have to accept, or look to get a job elsewhere.
answered yesterday
Gregory CurrieGregory Currie
3,21651931
I am going to assume that you can't reason with him, and you are using "convince" as a euphemism. As a leader, you can't "convince" people to leave.
Doing so is called constructive dismissal and is illegal in a lot of places.
You need to treat them like you would any other employee. Sometimes managers get handed people they don't want to deal with. That's life.
You need to separate out the misconduct from work-quality issues. Refusing to work, lateness, are related to misconduct, and need to be handled differently. When it comes to work-quality, you need to develop a plan for them to get the skills required to complete their job.
When/if the CEO steps to tell you to relax your standards on them, that's when you do so. You also make it clear that he is a burden on the team. If the CEO is happy with that, that's just something you'll have to accept, or look to get a job elsewhere.
answered yesterday
Gregory CurrieGregory Currie
3,21651931
edited yesterday
answered yesterday
Gregory CurrieGregory Currie
3,21651931
answered yesterday
Gregory CurrieGregory Currie
3,21651931
answered yesterday
Gregory CurrieGregory Currie
3,21651931
3,21651931
12
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
1
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
2
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
1
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
add a comment |
12
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
1
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
2
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
1
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
12
12
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
That is absolutely not what constructive dismissal is, that is crazy.
– Davor
yesterday
1
1
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
@Davor I took a bit of an interpretation around "convince"
– Gregory Currie
yesterday
2
2
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
Refusing to work and lateness sound like performance issues to me. I don't know why you think they wouldn't be relevant.
– Yay295
yesterday
1
1
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
@Yay295 Sorry, I wasn't clear. I didn't mean separate out to discard. I should have said categories.
– Gregory Currie
yesterday
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3
Next month I am forming in a new team with new company.
– Sarit
yesterday
This is my 3rd situations in my life. Thank you for your response.
– Sarit
yesterday
16
Can you just sideline him and ignore him. Stop wasting time teaching him if he wont learn. Assign him a task to "learn technology xyz" and he can sit and surf internet all day without bothering you.
– vikingsteve
yesterday
1
Please add the country involved, your nationality, and the employee's nationality. Middle-east work culture is quite different than mine!
– axus
yesterday
1
@axus I would add details here. Because I don't think it is a major concern. I am Thai living and grown up in Thailand with almost western culture. But genetically pure Chinese. This is Thai startup. He also has Chinese ancestor and Thai nationality.
– Sarit
yesterday